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MBTA State of Good Repair Database

Transit Finance Learning Exchange. MBTA State of Good Repair Database. Jonathan R. Davis Deputy General Manager & Chief Financial Officer April 7, 2008. Background: Assessing the Authority's Transit System. MBTA Profile. The oldest subway system in the United States – 1897

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MBTA State of Good Repair Database

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  1. Transit Finance Learning Exchange MBTAState of Good Repair Database Jonathan R. Davis Deputy General Manager & Chief Financial Officer April 7, 2008

  2. Background: Assessing the Authority's Transit System

  3. MBTA Profile • The oldest subway system in the United States – 1897 • 5th largest transit property • Multimodal public authority • 175 communities and 4.5 million people served • 1.1 million passengers per day • 55% of all work trips to Boston are made on the MBTA • 60% of the commuters traveling to Boston’s financial district ride the MBTA

  4. 2002 – Massachusetts Taxpayers Foundation • Elimination of unlimited state subsidies under forward funding changes the way Capital projects are evaluated • Debt burden limits the ability of MBTA to fund Capital program • Reliance on debt financing and limited “paygo” capital adds to the debt burden • Capital needs of antiquated system are growing faster than revenues • Maintenance and modernization of the current system must be the top priority

  5. 2003 – Capital Spending and Infrastructure Report • MBTA must operate within well defined limits to fund the capital program • State of Good Repair (SGR) study assessed the condition of MBTA’s capital assets • SGR Database provides a uniform and equitable system for identifying and prioritizing capital Needs • Assets within their useful life are in a State of Good Repair • Backlog of capital investments needed to achieve SGR estimated at $2.7 billion

  6. 2007 – Transportation Finance Commission Findings • The MBTA has a capital backlog of $2.7 billion for rehabilitation (excluding expansions) • Spending $470 million per year will keep the system in its current state but will not allow a reduction in the $2.7 billion backlog • In order to eliminate this capital backlog within the next 20 years, the MBTA needs to spend $620 million or more per year • These maintenance needs do not go away; they just become more expensive

  7. Capital Investment Program (CIP) • Rolling 5-year capital program • Implements the 25-year Program for Mass Transportation • Which is not financially constrained • The CIP is financially constrained • The Draft CIP includes the current fiscal year (FY 2007) • Includes $470 million per year in State of Good Repair investments

  8. Capital Investment Program Statutorily Mandated Criteria • Effectiveness of the State’s transportation system • Service quality • Environment • Health and safety • Operating costs • State of Good Repair • Debt Service

  9. The MBTA’s infrastructure is extensive and has major capital needs. What does the Capital Program Invest in? 275 Stations Over 2,500 Revenue Vehicles 885 Miles of Track 476 Bridges 20 Miles of Tunnels 19 Maintenance Shops

  10. MBTA Capital Needs: Tracks Before After Highland Branch

  11. MBTA Capital Needs: Stations After renovation Boylston Station

  12. MBTA Capital Needs: Tunnels After Before New Equipment for Pump Rooms

  13. MBTA Capital Needs: Power Before After Substation DC Breakers

  14. The required infrastructure investment far surpasses the Authority's financial resources Other Stations 7% Revenue 6% Vehicles Bridges 32% 7% Shops and Facilities 9% Track Signals and 18% Power 21% MBTA Asset 20-Year Replacement Cost - By Asset Type Total 20-Year Replacement Cost: $12.4 billion

  15. Defining the Issue: Developing the State of Good Repair Model

  16. State of Good Repair (SGR) Initiative • “Fix It First” strategy • Assessed current state of capital assets • System to identify and prioritize capital renewal and replacement needs • Estimated backlog ~ $2.7 billion • Annual capital spending of $620 million needed to eliminate the backlog in 20 years • SGR investment rate • Approximately 94% of FY08 – FY13 Capital Investment Program MBTA Vehicle Miles and Capital Expenditures

  17. What is the State of Good Repair? • State-of-Good Repair — Replace and Renew assets when needed • Assets are renewed at critical midlife points • Engine replacements, bridge re-deckings, roof replacements • Assets are replaced at the end of their useful lives • Buses 15 years • Rail cars 35 years • Bridges 50 years

  18. State of Good Repair Defined State of Good Repair: The ideal operating condition A “perfect” capital replacement policy SGR All assets beyond their service life All assets within their service life

  19. Implementation: Designing the State of Good Repair Database

  20. State of Good Repair (SGR) DatabaseTwo Project Objectives • Demonstrate ongoing funding needs and consequences • Engineering assessment of current assets • Develop long range capital planning model • Project programming under constrained funding

  21. What is the SGR Database? • It is a tool to assist the MBTA in identifying and prioritizing renewal and replacement actions needed to bring and sustain existing capital assets to a state of good repair • Front-end Microsoft Access driven application • Analyzes more than 2,400 individual capital asset records

  22. SGR Database Main Functions • Organize, store and facilitate various types of queries of the capital asset information • Identify asset renewal and replacement activities and cost necessary to bring and maintain the MBTA system to a state of good repair • Score and rank candidate actions subject to MBTA capital budget criteria • Create, analyze and compare capital budget and related policy (e.g., asset useful lives, renewal cycles, capital budget allocation priorities) scenarios

  23. SGR Database (Model) Requirements • Focus on high-cost MBTA assets • Not a maintenance database of all assets • Requires periodic data updates • Not a static database • Staff and resources required • Support objective analysis • Uniform criteria and process • Reports consequences • Run scenarios in reasonable time frame • Less than 5 minutes

  24. SGR Programming Process is Sequential (Year-by-Year) • Identify candidate projects • Actions come due • Delayed projects from prior years • Score and rank projects • Fund projects in rank order until Cost of project is greater than the funds remaining • Mark unfunded projects as candidates for next year • Carryover remaining funds to next year

  25. SGR Main Menu Example

  26. State of Good Repair Input Variables

  27. State of Good Repair Database — Assets Table • Stores information about all key MBTA assets • Vehicles • Facilities • Systems

  28. Asset Table Attributes • “Condition” Measures • Age • Life • Project “Action” Costs • Replacement/Renewal • Contingency Factors • Cash flow years • Ranking Measures • Condition measures • Operational importance • Affected ridership

  29. Scoring Project Candidates • Age • Age as % of Service Life • Operational Impact • Yes/No • Selected assets are essential to system operations • Cost-Effectiveness • Cost of Action/Ridership • Reflects customer service impacts

  30. Using the State of Good Repair Database as a Management Tool

  31. Funding the Backlog of Infrastructure Investment Current State of Good Repair backlog – $2.7 billion* • Chart 1 – Investing $410 million per year increases backlog to $4 billion in 2024 • Chart 2 – Investing $470 million annually maintains the backlog at $2.7 billion • Chart 3 – An investment of $620 million per year is necessary to eliminate the backlog by 2024 *Analysis performed in 2006

  32. The MBTA Has Used the SGR Database in Several Contexts • Internal management • Discussions with policy Makers • Planning and analyses

  33. Internal Management Uses • Implications of Current Investment Patterns • Where are we headed ? • MBTA SGR Goal Setting • Where would we like to go? • Yard Stick to Measure Progress Towards SGR • Are we getting closer to our goals?

  34. External Uses: Discussions with Policy Makers “SGR Database as the Bully Pulpit” • Briefing the Board of Directors and Secretary of Transportation • Informed funding discussions with the state legislature and Governor’s office • Emphasizing the need for state of good repair investments with customers and other stakeholders

  35. Other Potential SGR Enhancements and Licensing • The Authority is currently upgrading and increasing the functionality of the State of Good Repair Database • Updated cost drivers • Ability to calculate the impact of State of Good Repair investments on the operating budget • MBTA has begun to look at the possibility of licensing the State of Good Repair Database • Applicability to many infrastructure intensive government agencies

  36. State of Good Repair Conclusion • No transit system can meet the “ideal” system condition • We can better understand the capital investment needs of our organization • We can optimize our investments • We can make more effective and informed decisions

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